Major Change - What Just Happened?

Organizational change is never easily accomplished. Change that involves the release of personnel is always painful. Restructuring of an organization involving the shifting of roles: some up, some horizontal and some down, makes for awkwardness, misunderstanding and wounds of disappointment. Done in a rash time-frame without caution and careful intentionality, usually results in negative consequences. Pride, lack of adequate communication, the exclusion of key leaders in the decision making process, and failure to foresee the ramifications of actions can fill the corporate halls with rumors, poison and distrust.

And when change involves the upper-level leadership in the institution, everyone in the hallway from custodian to V.P. shakes with the reality of the metamorphosis. Lines are often drawn, sides are taken and weapons of intellectual and emotional war are loaded and ready. The discussions behind the closed doors of the lieutenants are filled with speculation and anxiety. "What is going on? Who's in charge? What does this mean for so-and-so? What does this mean for me?"

As an organization is faced with major leadership change, great attention must be given to accurate, timely, and compassionate communication. A strategy for information-sharing at every level of stakeholder should be planned and executed with sensitivity and grace. Failure to do so will leave a path of hurt, misunderstanding and even despair. A proper agenda of communication can result in a new vision, a renewed excitement, and a deep sense of trust and appreciation.

The succession of an organization's CEO marks a new day in the history of that institution. The naming of the new "head" may bring mixed reactions (enthusiasm, disappointment, discouragement, joy, apathy, or celebration), and one of the keys to a smooth transition is careful, calculated communication. Sometimes decisions need to be made quickly and circumstances demand swift change, but the stakeholders of the institution need time and accurate information to work their way through the reality of change.

It is often the underlying issues necessitating a change at the upper level that makes communication awkward at best. "Why such a change... why now... why so fast... why was the new guy selected... why wasn't my candidate selected... why was so-and-so passed over... why... why... why?" To speak to some of these issues might be difficult, impossible, or undesirable. What should be said, who should say it, and when should it be shared, are all part of this incredibly important strategy for communication.

With a good plan and a well designed blueprint for sharing, even massive changes can be used to strength an organization. But bungling though change in the ivory tower without considering the knights of the round table and the people of the kingdom will weaken faithfulness and loyalty.

Major change in sight for your organization? Seek wise counsel... plan carefully... think through the ripples that will be caused by the rock of change... be prepared to listen to the people, to answer both good and stupid questions, and to share the truth... bring the torch of candor, the healing salve of humility and compassion, and the voice of peace and vision.

As the old saying should be stated: "Sticks and stones will break my bones, but words can utterly devastate me." May our words bring healing, restoration, hope, and revival.


Boardroom question mark found at:http://www.distinctlycumbrian.co.uk/index.php?option=com_content&task=view&id=28&Itemid=41